2008 Mining Consultancy Services (Australia) Pty Ltd - …undergroundcoal.com.au/acarp_dev/August...


MINING CONSULTANCY SERVICESTechnical Capability:Unique combination of experience, expertise & innovation in:

•Mine Design and Layouts

•Mining Systems and Operations

•Productivity Optimisation

•Process Analysis Software and Electronics

•Training


MINING CONSULTANCY SERVICES• Established in 1988• Employ over 40 personnel between offices in Australia and RSA• Rapidly expanding company with focus on underground mining• Project work with clients such as BHP, Anglo, Xstrata, AMCI,

Peabody, Sasol , Solid Energy• Projects in Australia, South Africa and New Zealand• ISO Accreditation


MANUAL CM’S• HM9 / 17 / 21• 14CM15• 12CM5

VOEST-ALPINE• ABM 12 / 25 / 30

Monitoring70

Miningmachines

Numerousrecordbreakingachievements

Identifiedcommonattributesof highly

successfulunits

All shift systemsAll conditions

JOY• JNA1: HM 31 / 21• JNA 2: HM 31

Productivityimprovement

processes

Basis for the role of monitoring


Process Based Management

PRODUCTION=UPTIME HOURSXOPERATING RATE

UNITS TONNES=XMETRES PERHOUR

MINUTES60

POP PROJECTS

The focus is not on tonnes and metres as this is purely a result

By influencing the primary drivers of cutting rate and time we influence theresult which is production


OperatingRate

Uptime Hours

Shift SystemQty Shifts

PRIMARYDRIVERS

OptimalCycle

CycleRepetition

Face TimeStart & End Of

Shift

Lost TimeLost TimeAnalysis

Time Usage*Relocation

*Loading*Cutting

OPTIMISATION FOCUSPARAMETERS

ProductionIncrease

OUTPUT

Process MapDrilling down to the next level of the primary drivers

POP PROJECTS


Face Time

Lost Time

Shift Time

Time Usage

Cutting

Loading Flitting

ElectricalDelays

MechanicalDelays

Non-Face Time

Idle TimePlanned

Maintenance

Meetings

Crib

Travel

Shift Time ClassificationPOP PROJECTS


Process MappingQuantifying Constraints

ABM Process

Time (min)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Cut

Load

Mesh Roof Bolt x 6

SCAT

Cut

Load

Roof Bolt x 2

SCAT

Rib Bolt x 4 -6

Tram CanopyDown

CanopyUp

CanopyUp

CanopyDown

Tram

“X” Minute cycle

“Y” Minute cycle

Current Joy Process Map

Time (min)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Cut &Tram

Load

Roof Mesh Roof Bolt x 4

SCAT

Cut & Tram

Load

Roof Bolt x 2

SCAT

Rib Bolt x 4 -6 TramRibMesh


Monitoring

MCS Electronic Monitoring“Measure to Manage”

Shift Reports

Send DataProcess Data

Pillar Reports


Shuttle Car Away Time (SCAT)

SCATTimes

0.75 1 1.25 1.5 21 2.5 3 3.5 4 5

1.25 2.75 3.25 3.75 4.25 5.251.5 3 3.5 4 4.5 5.5

1.75 3.25 3.75 4.25 4.75 5.752 3.5 4 4.5 5 6

2.25 3.75 4.25 4.75 5.25 6.252.5 4 4.5 5 5.5 6.5

2.75 4.25 4.75 5.25 5.75 6.753 4.5 5 5.5 6 7U

nloa

ding

Tim

e

Wheeling time

Improve wheeling time� Cut a consistent floor� Water management� Floor cleaning� Cable anchor points and condition of intersections� Manage use of SC to bring in materialsImprove Unloading Time� Improve discharge rate, e.g. improve belts, breaker feeder, overlap etc.� Improve approach to tipping area


Formalising and Coaching Best Practice


Time to First and Last Coal

Optimising Operating Time


Case Study Example - Easy Gain

0

20

40

60

80

100

120

140

160

Week 29 Week 30 Week 31 Week 32 Week 33 Week 34 Week 35 Week 36 Week 37

Min

utes

Team A Team B

Travel In Time

Focus on discipline ofTeam A Saving 130 minutes

over 9 weeks(±12% overallimprovement)


Section 35 - Last sump dayshift and first sump nightshift

16:00

17:12

18:24

19:36

20:48

22:00

23:12

00:24

01:36

13-Nov

15-Nov

16-Nov

19-Nov

20-Nov

21-Nov

22-Nov

23-Nov

24-Nov

26-Nov

27-Nov

28-Nov

29-Nov

30-Nov

01-Dec

02-Dec

03-Dec

04-Dec

05-Dec

06-Dec

07-Dec

Sun Tue Wed Sat Sun Mon Tue Wed Thu Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed

time

Last sump - day First sump -night

Target22:00

Target21:45 Improvement in shift change

times and consistency

Section C – Shift Change Time (Day shift to Night shift)

Case Study Example -Optimising Face Time


Case Study Example - Complex Gain

0

5

10

15

20

25

30

35

40

Week 29 Week 30 Week 31 Week 32 Week 33 Week 34 Week 35 Week 36 Week 37

Min

utes

Team A Team B

Average Time Per Relocation(±4 times per shift)

Saving of 8 minutesper relocation (±32minutes per shift)(±6% overallimprovement)

Teamwork andprocess improvement


Electronic Monitoring Function and Purpose

JOYPempek

ABMSandvik

FCR

FC

SCR

MCS Shift Report

Weekly KPI Report

Pillar KPI Report

Process Management

Initiative Management

Operating

Time

Face Time

Lost Time

Flitting

Rate

SCLT

SCAT

BT

Shuttle Car Away Time

3

2

0

1

2

3

4

5

6

1

Min

utes

Bolting Cycle Time

6

2

0123456789

1

Min

utes

0

5

10

15

20

25

30

35

1 2 3 4 5 6 7 8 9 10 11 12

Shift Hours

Tim

e (m

inue

ts)

0

0.5

1

1.5

2

2.5

3

3.5

Met

res

Per H

our

Bolt ingM ining

M et res Per Hour

MachinePanelCrewDateShift

Parameter Target Actual VarianceMetresM / Operating HrOperating Hours

Parameter Start End Log On Time:ShiftF / L Production TARGET Log Off Time:F / L Production ACTUALVariance

TRIPS QTYCutterCutter ImbConveyorPumpTractionWater flowMethane

AVG Line Volts

% Time -10% Volts

FLITTING Time

FLITTING Events

PARAMETER QTY CycleTIME TOTAL HeightCut Cycles RoofCut Cycles MidWaiting for SCMining CyclesBolting CyclesLH Bolting CyclesRH Bolting Cycles

Shuttle Car Load Time

80

20

0

20

40

60

80

100

120

1

Seco

nds

QTY: 42

PLANPLAN

MONITORMONITOR IMPLEMENTIMPLEMENT

ANALYSEANALYSE PLANPLAN

MONITORMONITOR IMPLEMENTIMPLEMENT

ANALYSEANALYSE

Improvement Cycle

Crinum East Development Performance KPI's

Panel KPI's

Primary Crew KPI's

Secondary Crew KPI's

Total Pillar Time

0

100

200

300

400

500

1 2 3 4 5 6 7 8 9 10

Pillar

Pill

ar T

ime

(Hrs

)

Face Time Lost T ime Operating Delays Panel Advance Operating Time

Panel Advance Time

05

1015

20

2530

35

4045

1 2 3 4 5 6 7 8 9 10Pillar

Pill

ar T

ime

(Hrs

)

Belt Extension Panel Extension Time

Lost Time

0

50

100

150

200

250

300

1 2 3 4 5 6 7 8 9 10Pillar

Pilla

r Ti

me

(Hrs

)

Operating Delays Mechanical Delays Electrical Delays Maintenance

Crew Operating Rate

22.25

2.52.75

33.25

3.53.75

44.25

4.54.75

5

1 2 3 4 5 6 7 8 9 10Pillar

Ope

ratin

g R

ate

(M/H

)

A Operating Rate (M/H) B Operating Rate (M/H)C Operating Rate (M/H) D Operating Rate (M/H)

Crew Operating Time

2

4

6

8

10

1 2 3 4 5 6 7 8 9 10Pillar

Ope

ratin

g H

ours

(H)

A Operating Hours (H/Shift) B Operating Hours (H/Shift€)C Operating Hours (H/Shift) D Operating Hours (H/Shift)

Crew Operating Metres

2

12

22

32

1 2 3 4 5 6 7 8 9 10Pillar

Prod

uct

ion

Met

res

(M)

A Production Metres (Shift) B Production Metres (Shift)C Production Metres (Shift) D Production Metres (Shift)

Crew Shuttle Car Load Time

2.002.252.502.753.003.253.503.754.004.254.504.755.00

1 2 3 4 5 6 7 8 9 10Pillar

S/C

Loa

d Ti

me

(Min

)

A SC Load Time (Mins) B SC Lost T ime (Mins)C SC Lost Time (Mins) D SC Lost Time (Mins)

Crew Shuttle Car Away Time

2.002.252.502.753.003.253.503.754.004.254.504.755.005.255.505.756.00

1 2 3 4 5 6 7 8 9 10Pillar

S/C

Aw

ay T

ime

(Min

)

A SC Away Time (Mins) B SC Away Time (Mins)C SC Away Time (Mins) D SC Away Time (Mins)

Time To First Coal

2

17

32

47

62

77

92

107

1 2 3 4 5 6 7 8 9 10Pillar

Tim

e To

Fir

st C

oal (

Min

)

A Time to 1st Coal (Mins) B Time to 1st Coal (Mins)C Time to 1st Coal (Mins) D Time to 1st Coal (Mins)

Mining Consultancy Services © 2008 Mining Consultancy Services (Australia) Pty Ltd© 2008 Mining Consultancy Services (Pty) Ltd

Involvement of the TeamInvolvement of the Team

When they arrive atWhen they arrive atthe waiting place /the waiting place /crew section, theycrew section, theydiscuss the reportdiscuss the reportwith their team towith their team todecide where theydecide where they

need to focus on toneed to focus on toimprove.improve.


InitiativesEvaluation and Selection Process


InitiativesSorting and Sequencing

70 Issues/Solutions filtered down to Top 20Initiatives

The Top 20 then rated to determine theoverall effect to pillar time

Initiatives plotted in a constraints analysis tomaintain a balanced mining cycle

Initiatives then sequenced in terms ofpracticality and cycle constraints

ABM25s Constraint Analysis & Initiative Implementation

23456789

10111213

2 3 4 5 6

Bolting Cycle Time (min)

Min

ing

Cyc

le T

ime

(min

)

EquilibriumLine

Analysis on Basis of 0.5 mMiningConstrained

BoltingConstrained

Order ToImplement Init No BMA Initiatives

1 3 Panel Advance Sequence Control Chart2 8 Panel Construction Control Chart3 12 BMA Time To First & Last Coal4 4 Shuttle Car Filling Practice5 2 Second Auxiliary Fan6 1 Second Mobile Bootend7 5 Dedicated Outbye Person8 6 Supply storage cut-through & Supply Person9 7 Horizon & Grade Control

10 9 Water Management Plan11 11 Mining Cycle Optimisation Training Scheme12 15 Crew Fitter & Electrician13 16 Two Shuttle Car System14 10 Roof & Rib Bolting Pattern15 17 Breaker Feeder16 18 Digitial Drill Rigs17 20 Floor Brushing18 19 Roadway Width 5m

Init No Init iative Prob Cons

Risk RatingWith

ExistingControls

RiskRanking

Crew Sol ution

Solutions

Issues Pros AddHours Cons Lost

HoursNet OperatingTime Benefit

Mining RateLoading &Haulage

Benefit (min)

Mining RateBolting

Benefit (min)Re vised

Pr obRev ised

Cons

Revise dRisk

Rating

RevisedRisk

Ranking

ImpactRating

Time ToImpleme

t

Cost ToImplem

e nt

Ease ToImplem

ent

SafetyValue

Adding

1

Implement second mobile bootend1. Implement second mobile bootend2. Create stringer closures3. Change mining sequence to mine B hdg first.*Use of second mobi le boot allows belt to be built in B hdg whileproduc ing in A hdg.Initiative 1 linked to Initiative 2

5 5 25 Extreme

Setup sequence for fanjob to be done wit h allc rews followingsequence

1. Change mining sequence to mine B hdg first. Use of second mobile boot al lowsbelt to be bui lt in B hdg while producing in A hdg. Closure r equir ed for belt extension.

Panel advance times are excessive,sequence of fan cycle

Reduce belt ex tens ion time as work can be conducted in parallelwith cutting in Ahdg Maintenance onadditional bootend can be completed as it is leapfrogged

12 Requires second mobile bootendRemoval & storage of MBE requires designated location = 2 hppClosure time for bridging structure and pul ling belt = 4 hpp

-6

6 1 1 1 Low 24 1 1 2

2

Second Auxiliary Fan1. Implementation of second auxil iar y fan for ventilation of Ahdg. A llows pipework to be done in A hdg in paral lel with B hdgworkInitiative 1 linked to Initiative 2

5 5 25 Extreme


1. Venti lation of A hdg with second fan being investigated to allow pipework to bedone in A hdg in parallel with B hdg work

P ipe extension times are excessive

Opportunity to do floor cleaning, roadwork , pumping and pipewor k in non production heading

18 Requires second auxi liary fan, purchase & storage of additionalvent tubes Advance timefor additonal fan = 2 hpp Advance Additionalvent tubes = 3 hpp Additonal delayswith98% availabi li ty = (130)*0.02 = 3 hpp

-8

10 2 1 2 Low 23 2 2 4 2

3

Panel Advance Sequence Cont rol Chart1. Implementation of Panel Advance Sequence Control Chart2. Implementation of Control BoardInitiative 3 linked to Initiative 8 & 9

5 5 25 Extreme


1. Implementation of Panel Advance Sequence Control Chart 2.Implementation of Panel Construc tion Control Chart 3. Use ofControl Boards

Panel advance times are excessive,sequence of fan cycle, Not util ising lostproduc tion time to do cri tical non-productionwork

Organisation of all supplies and tasks prior to the panel advance- 15 % improvement on 47 hours per panel ex tens ion = 7 hpp

7 Organisation of board and deputiesbooks

7 1 2 2 Low 23 1 1 2

4

Shuttle Car Filling Practice 1.Investigate fi ll ing pr actice on shuttle cars with new tai l 2.Best practice tr aining scheme for shuttle car drivers how to loadcar effec tively using selected best operator over a period of 1month. 3.Trial use of choke chains on shuttle cars4. Trial of hungr yboardson shuttle carsInitiative 4 linked to Initiatives 7,11 & 15

5 5 25 Extreme Cycle made for 2 cars

1. Look at choke chains on shuttle cars 2.Inves tigate hungry board options for shuttle car 3. Internalbes t practice training scheme for shuttle car drivers how to load car effec tively* (Lengthened ABM tail by 250mm may help)

More than 2 cars per cycle on ABM affectingcycle time

Removal of 5 minute away time for shuttle car per cyc le290 m x 5 minutes / cycle x 2 cycles/m / 60 min /hr / 2 (every2nd s/c) = 24 h

24 Cost of choke chain & hungry boardsReallocation of best operator to train crews for 1 month

24 5.0 2 2 4 Low 21 1 1 2

5

Dedicated outbye person1. Dedicated outbye person allocated to each crew who isresponsible for floor cleaning, pumping & running suppl iesInitiative 5 linked to Initiatives 18 & 19

5 5 25 Extreme

1. Inbye Roadway maintenance plan, Create accountabil ity for roadway profi le andmaintenance as part of the process

Floor c leaning to a standard, shuttle carwheel ing time

Floor cleaning 2hpp improvement to panel advance timeSupplyavailabili ty4hppPumping at face 2hpp10% reduc tion in shuttle car travel time 20 s/ cycle x 2 cycles/m x290 m / 3600s/h =3 hpp Reduction in timelos t for attachments = 3hpp

12 Cost of additional labourTransport logistics for additional manRequires a supply person to work successfully

12 0.3 2 1 2 Low 23 2 2 4 1

6

Supply st orage cut-through & Supply Person 1.Use of a dedicated supply storage cut-through with appropriates ignage 2.Dedicated supply person to serv ice both panels, performroadworks and maintian pumps3. A llocation of dedicated Supply eimco ( available during paneladvances and for paral lel work)Initiative 5 linked to Initiatives 18 & 19

5 5 25 HighContrac tors to bringsupplies into panel

1. Refurb & uti lise Myne grader for roadworks outbye of crib room with supply personwhen not delivering suppl ies 2. Supply personmaintaining ballast stock 3. Bobcat withattachment for under belt c leaning used to clean up floor heave and under the belt inB hdg. 4. Roadway maintenance plan,Create accountabi li ty for roadway profile and maintenance as par t of the process

Outbye roadworks to a s tandard, mantransport & eimco travel time

Running in bulk supplies to both panels , Fil l pipetrai lers,quickdusters, toilet runs, r oadworks and accountabil ity forsuppl ies& supplyc /t 2 hppTravel time r eduction for c rews 10% of 30 min/shift x 39 shifts /pil lar / 60 min/hr = 2hpp

4 Cost of additional labourRequires an outbye person to work success fully Costof additonal LHD

4 2 1 2 Low 23 2 2 4 1

7

Horizon & Grade Control 1.Documented best practice cutting cycle and horizon controlprocedure for each machine (laser usage for grade & linecontrol) 2.Internal best practice training scheme for miner drivers on ABMand Joy using selected bes t operator over a period of 1 month.Initiative 4 linked to Initiatives 7,11 & 15

5 4 20 Extreme

1. Cutting & sumping standardised plan to prevent cutting holes and maintain aconsistent floor grade2. More training for miner driver s for driving via screens 3.Complete dedicated c lean up runs as part of panel s tandar ds4. Use of inc linometer alarm5. Training on new expectations with the standards

Horizon control to a standard, Shuttle carspeed / travel time, man transport & eimcotravel time, training of miner drivers

5% reduction in shuttle car tr avel time10 s / cycle x 2 cycles /m x 290 m / 3600s/h =1.5 Fl ittingtime = 2 hpp Reductionin road construction time = 2 hpp

5.5 Grade target on cmReallocation of best operator to train crews for 1 month

5.5 0.2 2 2 4 Low 16 1 1 2 1

8

Panel Construction Control Chart1. Implementation of Panel Construc tion Control Chart2. Implementation of Control BoardInitiative 3 linked to Initiative 7 & 8

5 4 20 Extreme

1. Audit of attachments which should be on-si te 2.A ttachments des ignated to panelsand stored in al located location 3. Lockingof s torage location, attachments should be secured behind chain barrier or lockablepole barrier 4. Ped tracker dev ice on allattachments to al low location to be identified 5. Inbye Roadway maintenanceplan, Cr eate accountabil ity for roadway profi le and maintenance as part of theprocess

Floor c leaning to a standard, shuttle carwheel ing time, E imco attachmentslost/removed

Organisation of all floor cleaningOrganisation of water management & pumping 2 hppTracking of all installed serv icesLocation of equipment and attachments 6 hpp

8 Organisation of board and deputiesbooks

8 2 2 4 Low 16 1 1 2 1

9

Water Management Plan1. Implement a water management standardInitiative 3 linked to Initiative 7 & 8

5 5 25 Extreme

1. Instal l 4 auger holes per pi llar centre (1: MBE, 2: inbye of intersection A-heading,3: mid pil lar A-heading, 4: mid pi llar B-heading) 2. Advance pumpsat working face 3. Water managementplan 4. Recyc ling water onABM's 5. Fine mist water spr ays oncutting head & dri ll rigs

Poor water contr ol & management, creatingdifficult conditons, s lower wheel ing rates, carsbeing half loaded with slop to remove fromface

Standar d practice to reduce pump setup time at face = 2 hpp 5%Reduction in Shuttle car travel time 10 s /cycle x2 cycles/m x 290 m / 3600s/h =1.5Improved shuttle car availabili ty+ 1h/w = 3h/p

6.5 Compilation of a water management standard

6.5 0.2 3 3 9 Medium 16 1 1 2 1

10

Roof & Rib Bolting Pattern1. Implement 4/4 roof bolting pattern in place of 6/2 roof boltingpattern2. Implement 2/1 rib bolting pattern in place of 3/0 rib boltingpatternInitiative 10 linked to Initiative 19

4 4 16 High

1. Change roof bolting pattern from 6/2 to 4/4 2.Change rib bolting pattern from 3/0 to 2/1 3.Internal best practice training scheme for operators on ABM and Joy us ing .

Roof & rib bolting time cons training miningcycle

Reduction in bolting time by 2 min per metr e1min/m x 290 m / 60 min/h = 10 h

10 Change management for bolting pattern

10 0.5 1 2 2 Low 14 1 1 2 2

11

Training Scheme 1.Internal best practice training scheme for operators on ABM andJoyInitiative 4 linked to Initiatives 7,11 & 15

4 4 16 High

1. Internal bes t practice training scheme for operators on ABM and Joy us ing .


Reduction in effect of trainee operators on multiple c rews shuttlecar loading 2 min/m x290 m / 60 min/h = 10 h

10 Reallocation of best operator to train crews for 1 month Lossof 1min/m x290 m / 60 min/h / 4 = 1.25

-1.25

8.75 0.5 1 2 2 Low 14 1 1 2 2

12

BMA Time To First & Last Coal 1.Time to firs t coal monitor ing & rev iew 2.Pass meetings to be conducted in the panel 3.Mini bus for transporting crew to trench Inititiative13 linked to Initiat ive 14

5 4 20 Extreme

Someone else other t hant he deputy chai ring passmeeting

1. Pass meetings to be run by every other member of the team and chair to rotate2. Pass meetings to be conducted in the panel 3.Review shift start & finish times to al low supervisors to perform handover * Shorterpass & communications meetingswhere possible 4. Review vehicle allocationsons ite to maximise use of under-util ised vehicles5. Additional Toyota troop carrier or small bus to get crew to trench at start of theshift and end of the shift

Time to firs t coal, Length of start of shiftmeetings, dis ruptions with off going deputy&ongoing deputy commmunications, affectingtime to first coal, Lack of vehicles to getMastermyne to tr ench at start of shift, ie 2runs with 1 vehicle, interaction of BMAlongwal l & development on vehicle use

Reduce BMA s tart of shift communication & Pass meeting time45 mins -> 20 min/shift = 25 min/shift x 39 shifts / 60min/h x75%(allowing for 1s t shift of r oster ) for start = 12 hppPrep for going u/g & at c rib room at start of shift 5min/shift x 39 shifts/ 60min/h = 3.25 hpp

15.25

15.25 2 2 4 Low 16 1 1 2

13

Mastermyne Time To First & Last Coal 1.Time to firs t coal monitor ing & rev iew 2.Pass meetings to be conducted in the panelInititiative 13 linked to Initiative 14

5 4 20 Extreme

Someone else other t hant he deputy chai ring passmeeting

1. Pass meetings to be run by every other member of the team and chair to rotate2. Pass meetings to be conducted in the panel 3.Review shift start & finish times to al low supervisors to perform handover * Shorterpass & communications meetingswhere possible 4. Rev iew vehic le allocationsons ite to maximise use of under-util ised vehicles5. Additional Toyota troop carrier or small bus to get crew to trench at start of theshift and end of the shift

Time to firs t coal, Length of start of shiftmeetings, dis ruptions with off going deputy&ongoing deputy commmunications, affectingtime to first coal, Lack of vehicles to getMastermyne to tr ench at start of shift, ie 2runs with 1 vehicle, interaction of BMAlongwal l & development on vehicle use

Reduce Mastermyne travel time to trench 15-5 mins10 mins /shift x 36 shifts / 60 min/h x 75%(allowing for 1st shift ofr oster) = 6 hpp Prep forgoing u/g & at crib room at s tart of shift 5 min/shiftx 36 shifts/ 60min/h = 3 hpp

9

9 2 2 4 Low 16 1 1 2

14

Training Crew 1.Trial training crew nominated for trainee operators on ABM andJoy with training officer on crew.Initiative 4 linked to Initiatives 7,11 & 15

5 5 25 Extreme

1. Hir e ski lled operators trained/familiar with equipment being used2. Training focus with training officer on site, performing coaching role with minerdrivers and operators

Skil ls shortage, Insufficient training oftradesmen on development equipment,tic kets, Shortage of quali ty miner drivers

Reduction in bolting time by 1 min per metre 1min/m x 290 m / 60 min/h = 5 h

5 Cost of trainerLoss of 2min/m x 290 m / 60 min/h / 4 = 2.5

-2.5

2.5 1 2 2 4 Medium 21 2 2 4

15

Crew Fitter & Electrician1. A llocate a dedicated fitter & electr ician to each crew

5 5 25 ExtremeFitt er/elect to be part off ace crews

1. A llocate a dedicated fitter & electrician to each crew

Wait on tradesmen

Reduction in waiting for trades time from 15 hpm - 2.5 hpm12.5 hpm x0.75 m/pil lar = 9.5 hppReduction in delay downtime with familiari ty with equipment 10%of elec delays of 13 hpp = 1.5 hpp

11 Cost of tradesman

11 1 1 1 Low 24 2 3 5

16

Two Shuttle Car System 1.Trial of shuttlecar as temporary feeder over bootend to quanti fythe benefits of a Stamler breaker feeder 2. Trialtwo shuttlecar system, use left and right shuttle cars withelephants foot anchor on inbye r ibs , using backspool ing andreversing into cut- through to reduce shuttle car away timeInitiative 16 linked to Initiative 17

5 4 20 Extreme

1. Inves tigate use of two shuttlecars, left and right shuttle cars with elephants footanchor on inbye ribs, using backspooling and reversing into cut-through to reduceshuttle car away time 2. Instal lation of Stamler breaker feeder (hire unit & refurbexisting unit)

Shuttle car away time excessive

Reduction in shuttle car away time1 min/cycle x 2cyc le/m x 290 m / 60 min/h = 10 h

10 Change out shuttle cars between headings 1 hpp Costof additional oper ator Cost ofadditonal cables Length ofcables / reeler capacity / backspooling Shuttle carcable damage delays 2h per 2nd weekx 1.5 = 3 Shuttle caravai labi lity reduced shuttle car availabili ty= 1h/w = 3hpp

-7

3 1 2 2 4 Low 16 1 2 3

17

Breaker Feeder 1.Trial of shuttlecar as temporary feeder over bootend to quanti fythe benefits of a Stamler breaker feeder 2.Installation of S tamler br eaker feeder (hire unit & refurb existingunit) Initiat ive16 linked to Initiat ive 17

5 4 20 Extreme

1. Inves tigate use of two shuttlecars, left and right shuttle cars with elephants footanchor on inbye ribs, using backspooling and reversing into cut-through to reduceshuttle car away time 2. Instal lation of Stamler breaker feeder (hire unit & refurbexisting unit)

Shuttle car away time excessive

Reduction in bootend damage / alignment 1 hppReduction in blockages 0.5 hpp Evenloading reducing slippage 1 hppReduction in shuttle car away time1 min/cycle x 2cyc le/m x 290 m / 60 min/h = 10 h

12.5 Cost of breaker feederPosition of bootendRelocation time for breaker feeder 2.5 hppIncr eased delays due to breaker feeder availabil ity 99% =(130)*0.01 = 1.5 hpp

-4

8.5 1 2 2 4 Low 16 1 2 3

18

Digitial Drill Rigs1. Task force on improving rel iabil ity of the digital dri ll rigs withmonthly feedback on downtime

4 4 16 High

1. Task force on improv ing rel iabi lity of the digital dri ll rigs


Reduction in digital dri ll rig delays 5 hpp (Delays of 25 hpm withdigital rigs, 12.5 hpm with hydraulic rigs)

5 Requires task force to be setup to investigate downtime fordigi tal rigs

5 2 2 4 Low 12 2 1 3 2

19

Roadway Width 5m1. Redes igning roadway opening to 5m2. Investigate option of repos itioning middle rib bolt Initiative10 linked to Initiat ive 19

5 3 15 HighRib bolter modif ied t o beable to single pass

1. Redesigning roadway opening to 5m2. Inves tigate option of repos itioning middle rib bolt

Double pass when rib bolting

Reduction in rib bolting time 0.75 min/m x 290 m /60min/h = 3.5hReduced fl itting time 3 hpp

6.5 Additional cost of wider head ?Longer cutting & loading time +4 % volume = 4 % longer cutting& loading time 15 s/cycle x2cycles/m x 290m / 3600 s/h = 2.5 h

-2.5

4 0.75 1 2 2 Low 13 1 1 2


Process Accountability

ProductionIncrease

EVERYONE’SRESPONSIBILITY

Optimal Process Repetition

Mining Sequence

Cutting Cycle

Loading Cycle

Relocation Cycle

SECTION TEAMRESPONSIBILITY

STOPS(Lost Time)

Equipment

Conveyors

Transport

Materials And Resources

Planning

MANAGEMENTRESPONSIBILITY

Who Is Responsible In Terms Of The Process ?

POP PROJECTS


Standards and Prep WorkAccountability

EVERYONE ISRESPONSIBLE FOR

EVERYTHING

NO ONE ISACCOUNTABLE FOR

ANYTHING

EVERYONE ISRESPONSIBLE FOR

SOMETHING(defined)

EVERYONE ISACCOUNTABLE FOR

SOMETHING(defined)

Floor Cleaning, Roadway Construction, Water Control,Pipe Extensions, Panel Supplies, Panel Advance Prep


Decrease Length of Panel Extensions::� Improve Planning and Coordination� Adherence to the plan� Implementation of Panel Advance Control Chart� Water management to prevent water build-up� Roadway conditions (build & maintain roads on advance)� Supply & Logistics

Panel Extensions


Process Based Training-Training is Key to Sustainability-

MCS Training Academy

World leadingcompetency based

mining processtraining courses tocomplement and

sustain POP and CI

Modular courses

Mentoring program Customised training tools

Formalisedassessment


Case Study - Results of POPAnglo Coal SA - Greenside

� 100,000 per month achieved within 6 months� Cutting time increase from 160 to > 200 min/shift� Cutting rate increase from 540 to > 700 t/hr� 40% improvement in 1st year (0.8 to 1,11 Mt)

PRODUCTION GRAPH FOR GREENSIDEJANUARY 2000 TO JUNE 2001

PROJECT PRODUCTION

0

20000

40000

60000

80000

100000

120000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Months (2000 - 2001)

Prod

uctio

n (to

nnes

per

mon

th) Section 1 Section 2

JunMayApr

Project start AUG CMselection production permonth = 67 000 TPM

© COPYRIGHT MCS 2001

Figure 4


Anglo Coal SA - Greenside

� 40% improvement in 1st year (0.8 to 1,11 Mtpa)� 75% improvement in 3 years (0.8 to 1.4 Mtpa)� New section targeting 1.2 Mtpa in first year� Continual Improvement

Annual Average Production Increase Per CM Section Per Annum

0.8

1.11.25

1.4

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

2000 2001 2002 2003

Year

Case Study - Results of POP

2008 Mining Consultancy Services (Australia) Pty Ltd - …undergroundcoal.com.au/acarp_dev/August...

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